The most recent issue of the Harvard Business Review features a cover story on the issue of conflict in organizations and the leader’s role is managing these inevitable disruptions. Timely to be sure.
Of all the patterns I’ve seen in my work with organizational leaders it is the enduring frustration they feel in trying to identify and deal effectively with internal conflict that rises to the top of the list.
Conflict resolution really begins as a two-step process: first identifying where the conflict resides and getting all parties to acknowledge it, and second, getting it out in the open so that it may be dealt with effectively.
Why is this such a challenge? It turns out that conflict resolution requires a unique set of skills, one that many organizational leaders feel they do not have. While they recognize the importance of handling conflict effectively, an uninformed attempt may result in permanently damaged relationships. The net result is that these issues are left unresolved and continue to fester. These “underground streams” grow, threatening the very foundation of the organization.
On a recent visit to a growing company, I asked members of the senior leadership team how they handle conflict. They looked at each other with puzzled expressions before one of them said “we really don’t have conflict here.” The others nodded in agreement, thus giving me the answer. They don’t handle conflict they simply ignore it.
Read the full article on Printing Impressions.
